PMP考前培训课件

16四月2024PMP考前培训什么是项目？PMBOK1.2具体目标：明确定义、现实可行的目标(clearlydefinedrealisticobjectives)。临时性或一次性（Temporary）：明确的开始与结束。独特性（Unique）：创造独特的产品、服务或结果。相关的活动并消耗资源(Interrelatedactivitiesandconsumeresources)。问题：项目的4个特征中最重要的2个是什么？项目与日常运营的共性与区别？PMP考前培训项目有始有终(Temporary)开始和结束独特的(Unique)产品或服务由人来实施受制于有限的资源需要计划、实施和控制运营重复的(repetive)进行的(ongoing)项目与运营（Operation）的关系PMP考前培训渐进细化（ProgressiveElaboration）PMBOK1.2.3

是临时性与独特性的综合。渐进：按步骤进行，稳步增加细化：仔细地将内容的细节全面展开。问题：以下哪一个不能被渐进细化？ A：范围 B：风险 C：项目产品 D：项目服务PMP考前培训质量(Quality,Objective,requirements)成本(Cost,Budget)时间(Time,Schedule)牵一发而动全身范围风险项目的三个约束条件PMP考前培训项目管理的定义什么是项目管理通过使用知识、技能、工具和方法来组织、计划、实施并监控项目活动，使之满足项目需要。源：PMBOK2000项目管理的特点过程、管理系统、方法的集合；有效的计划和控制；是对项目、项目群、项目组合的管理；项目管理既是管理科学，也是管理艺术。PMP考前培训子项目（Subproject）PMBOK1.5项目中某一部分，在一定水平上是独立运作的时候，就称之为“子项目”。可内：Projectteam.可外：Subcontractor.以一个单独阶段或项目过程为基础。例如：根据过程分：实施人员技能分：工种技术内容分：程序自动测试。PMP考前培训大型项目/项目群（program）PMBOK1.5一组相关项目。有Ongoingoperations

运维例如：飞机生产出版报刊杂志单一项目就是项目群的子项目。在很多情况下可以互用。PMP考前培训项目组合管理（PortfolioManagement）公司战略与可用资源有机结合的一种投资管理战略。(InvestmentManagementStrategycoordinatingorganization’sstrategicandavailableresources)选择和支持某些产品生产线项目或大型项目，通过这些项目把公司战略与资源联系在一起。(Selectionandsupportofspecificproductlineprojectsandprogramsthatlinktheorganizationsstrategicplan,investments)PMP考前培训项目管理办公室（PMO）负责协调许多项目及不同产品交织一起的大型项目。可作为组织的一个部门。设立标准并主要负责以下事物：采购、风险、WBSDictionary绩效评估资源管理题外话： CAPM PMP Auto CAQ SoftwareDevelopment PMP+3500Hr+75Questions PMOPMP考前培训项目生命周期概念（Concept）开发（Development）实施（Implementation）结束（Termination）问题：冲突在项目生命周期中最多的阶段是？冲突在项目生命周期中次多的阶段是？必须是4个阶段吗？PMP考前培训时间人员风险&机会开始结束项目干系人对项目的影响随着时间的推移变得越来越微弱。成功的概率随着时间的推移越来越大每个阶段的结束以预先定义的可交付成果为标志风险最大影响时段项目生命周期的特性(I)成本PMP考前培训项目生命周期的需要注意其他的方面PhaseendReview:又叫Phaseexits,Stagegates,Killpoints继续吗？Go/nogo.CorrectiveActionLessonslearned.区别projectlifecycle和productlifecycle:PMP考前培训项目经理沟通方向及关系项目经理赞助人老板项目团队同事其他PM顾客供应商职能部门经理媒体政府大众PMP考前培训强矩阵型平衡矩阵弱矩阵型全时全时部分时间部分时间部分时间项目管理行政人员项目经理/计划经理项目经理/计划经理项目经理/项目主任PM协调员/项目主管PM协调员/项目主管项目经理的头衔全时全时全时部分时间部分时间项目经理85-100%50-95%15-60%0-25%几乎没有项目全时人员%大到几乎全权中等到大小到中等有限很少或没有项目经理的权威项目型组织矩阵型组织职能型组织组织类型项目特点项目组织结构对项目的影响PMP考前培训项目管理5个过程决定立项依照计划执行执行情况与计划比较调整执行情况计划提供控制基线根据变更调整计划基本思路贯穿在项目的每一个环节PMP考前培训制约因素ConstrainsPMBOK4.1.1.4Applicablerestrictionaffecttheperformanceoftheproject.limitteam’soptiononscope,staffing,schedule.问题:我们能改变制约因素吗?我们能回避制约因素吗?制约因素的几个可能的来源是什么?PMP考前培训假设(Assumptions)

PMBOK4.1.1.5

forplanningpurposeconsideredtobeTrue,RealorCertainProjectteamfrequentlyIdentify,Document,andValidateassumptionsaspartofPlanningProcess.PMP考前培训项目计划与项目绩效基线

PMBOK4.1.3.1

项目计划：Formal,approveddocumentusedtomanageprojectexecution.

Changeovertime.Includesalot:…

项目绩效基线：

Scope

TimeCost

Changedupontheapprovedchangesonscopeofwork/deliverable.PMP考前培训计划实施的工具和技术PMBOK4.2.2

一般管理技术。产品技能和知识。（resourceplanningandstaffacquisition）工作授权体系（Workauthorizationsystem）批准项目工作的一个正式程序，用来确保：按照恰当的时间、顺序完成工作。状态评审会PMIS组织程序PMP考前培训计划实施--工作结果WorkResult

PMBOK4.2.3.1

定义：为完成项目所执行活动的各种结果。（Outcomesofactivitiesperformedtoaccomplishtheproject.）提供如下信息：

Deliverables–哪个完成，哪个没有Qualitystandard–满足程度如何Costincurred/Committed(源自绩效报告)CanbeTangibleorIntangible,ButalwaysMeasurable.

PMP考前培训计划实施—变更请求ChangeRequest

PMBOK4.2.3.2

通常在项目工作完成时被识别。例如:对范围、成本、进度的变更申请。多种形式：oral/written,direct/indirect,externally/internallyinitiated,legal/optional但是，必须是正式的（Formal）PMP考前培训集成变更控制

PMBOK4.3

(IntegratedChangeControls)关心的是：对引起变更的因素施加影响，以保证这些变更是征得同意的。确定变更已经发生。当变更实际发生时进行管理。注意：以上3条适用于具体变更控制过程，如：Scope,cost,time…

要做的是：维护performancemeasurementbaseline完整性确保productscope的变更在Projectscope中反映协调各知识领域的变更。通过：拒绝新的变更。批准变更并修订项目基线。PMP考前培训变更控制系统

PMBOK4.3.2.1

(ChangeControlSystem)由以下内容组成：正式、文档化的程序。包括正式项目文件变更的步骤。规定如何对项目绩效进行监督和评估。包括：文书工作（Paperwork）跟踪制度和流程（Trackingsystemsandprocesses）授权变更所需的批准级别（Approvallevelnecessaryforauthorizingchanges）控制小组（CCB,ERB,TRB,TAB）“自动”批准变更PMP考前培训配置管理PMBOK4.3.2.1

（ConfigurationManagement）

任何文档化的程序，用于对以下方面进行技术和行政的指挥与监督：识别工作项或系统的物理特性和功能特征，并形成文档。控制这些特征的任何变更。记录并报告这些变更及实施状态。审计这些工作项和系统以证实其与需求一致。很多领域是变更控制系统的子集。也可能指对变更进行的任何系统的管理。不能“自动”批准变更PMP考前培训产品描述ProductDescriptionPMBOK5.1.1.1

把项目将要创造的产品或服务的特征编制成文档。应将产品或服务与商业需求或其他导致项目产生原因之间的关系编制成文档。可以随项目的进行渐进细化。在项目初期,belessdetail/highlevel,然后… 但是,又要detailedenoughfor

projectplanning当Seller按照与Buyer订立的Contract执行时，最初的产品描述一般由Buyer提供。PMP考前培训项目选择方法PMBOK5.1.2.1

ProjectSelectionMethod

方法：效益测量法（Benefitmeasurementmethods）EconomicModel,scoringmodel,…约束优化法（Constrainedoptimizationmethods)MathematicalModel,…决策模型DecisionModel:GeneralTechniques(decisiontrees,forcedchoice…)SpecificTechniques(AnalyticHierarchyProcess,LogicalFrameworkAnalysis,…)ApplycomplexprojectselectioncriteriainaSophisticatedmodeseparateprojectphase(FeasibilityStudyphase)

DecisionModelPMP考前培训赢利能力的计算（ProfitabilityCalculation）投资报酬率(ROI)=Operatingincome/Investment现值(PV)=FV/(1+r)n净现值(NPV)内部收益率(IRR)

使投资现值之和等于收入现值之和的折现率。回收期（Paybackperiod）PMP考前培训项目章程ProjectCharter

PMBOK5.1.3.1

定义：Adocumentthatformallyauthorizesaproject.内容：Officiallyestablishestheproject.Assigntheprojectmanagerandauthorizestheuseoforganization’sresourcestoaccomplishprojectactivities.Providesageneraldescriptionofprojectobjectiveandbusinessreasonforproject.问题：以下哪个是销售方（seller）的项目章程？Contract 3.StatementofrequirementScopestatement 4.StatementofObjectivePMP考前培训项目经理的指派

PMBOK5.1.3.2

ProjectManager’sAssignment项目可行，越早越好。最迟不得晚于Execution.Preferable早于项目计划编制完成前。问题：以上哪个最好？Oneansweringprinciple,onlychoosethebestfitanswer.

PMP考前培训范围说明ScopeStatement

PMBOK5.1.3.1

ProvidesadocumentedbasisforMakingfutureprojectdecisionConfirmingordevelopingcommonunderstandingofprojectscopeamongthestakeholders.Willberevisedorrefinedtoreflectapprovedscopechanges.Includesorreferenceto:项目论证（Projectjustification）–Businessneeds;abasisfortradeoffs.Project’sproduct–productdescription(5.1.1.1)Projectdeliverables–alistofsummarylevelSub-products.Projectobjectives–quantifiablecriteriatomeasuresuccess atleast:Cost Schedule QualitySMARTObjectivePMP考前培训Involvessubdividingthemajorprojectdeliverablesorsub-deliverables smaller moremanageableunits Untilsufficientdetaileddefineddeliverablesto SupportdevelopingActivity.分解Decomposition

PMBOK5.2.2.2

Step1:识别主要可交付成果IdentifymajordeliverablesStep2:DecideifadequatecostanddurationestimatecanbedevelopedStep3:Identifyconstituentcomponents(组成元素)Step4:VerifythecorrectnessPMP考前培训工作分解结构WBS

PMBOK5.3.3.1

面向可交付成果而对项目元素的分组，它组织并定义了整个项目范围。Deliverable-oriented,Notactivityoriented.WorknotinWBSisoutsidescopeofproject.UniqueidentifierCodeofaccountWorkpackageLowestlevelitemofWBS

CanbedecomposedinaSubprojectWBS. somebooks:80hours.WBSdictionary:workcomponentdescriptions. typicallyinclude:workpackage,scheduledates, Costbudget,staffassignment…

PMP考前培训工作分解结构与其他结构的区别

PMBOK5.3.3.1

CWBS(ContractualWBS)：合同工作分解结构

定义卖方提供给买方报告的层次，不如WBS详细。OBS(Organizationbreakdownstructure)：组织分解结构

显示工作被分配到组织单元。RBS(Resourcebreakdownstructure)：资源分解结构 OBS的一种变异，将工作元素分配到个人。BOM(BillofMaterial)：材料清单

制造产品所需零部件等的分级层次。PBS(ProjectbreakdownStructure)：项目分解结构 即WBS，用于某些将BOM称为WBS的领域。PMP考前培训范围核实ScopeVerificationPMBOK5.4

是项目干系人正式接受（FormalAcceptance）项目的过程。需要审查Deliverables和Workresults，以确保正确圆满完成。项目提前终止，则应对项目完成程度建立文档。注意区别：范围核实与质量控制。范围核实：关心工作结果的“接受Acceptance”质量控制：关心工作结果的“正确性Correctness”Inspection=Review,productreviews,audits,walkthroughPMP考前培训变更申请

ChangeRequest

PMBOK5.5.1.3

多种形式：oral/written,direct/indirect,externally/internallyinitiated,legal/optional但是，必须是正式的（Formal）引起变更申请的原因：外部事件定义Productscope时的错误或遗漏（error/omission）定义Projectscope时的错误或遗漏（error/omission）Value-addingchange(尤其在Optional时)Riskcontingencyplanorworkaroundplan.(11.6.3.3)PMP考前培训ActivityDefinition活动定义PMBOK6.1分解(Decomposition6.1.2.1)：将工作包细分为：更小、更易于管理的活动（Activity）。与范围定义中分解的区别: Output不同：deliverable/activity.活动清单（6.1.3.1）项目执行的所有活动。WBS的延伸。每个活动要有描述。WBS更新（6.1.3.3）。又叫精细化Refinement.PMP考前培训Dependencies依赖关系PMBOK6.2Mandatory强制Ofteninvolvephysicalortechnologicallimitations(basedonthenatureofworkbeingdone)也叫硬逻辑，硬依赖关系。Discretionary任意Bestpractice软逻辑SoftLogic:desirableandcustomary(basedonexperience)

优先Preferential:preferredormandatedbyacustomer(also,needoftheprojectsponsor)ExternalProjectactivitywithnonprojectactivity.PMP考前培训前导图法

PMBOK6.2.2.1

PrecedenceDiagrammingMethodAON(ActivityonNode):Node=activity,Arrow=dependencies

OnetimeestimateLeadandLagFourrelationships:FinishtoStartFinishtoFinishStarttoStartStarttoFinishTASK1TASK2TASK1TASK2TASK1TASK2TASK1TASK2ESEFLSLFESEFLSLFPMP考前培训箭线图法PMBOK6.2.2.2

ArrowDiagrammingMethodAOA(ActivityonArrow)：双代号网络图，活动在箭线上。有虚拟活动DummyActivity:一般用虚线表示,0duration.NoLagOnerelationship:FinishtostartS1234EABCDEFGPMP考前培训计划评审技术PERT

PMBOK6.4.2.1Threetimeestimate悲观值Pessimistic最可能值MostLikely乐观值OptimisticWeightedAverage=(Optimistic+4*Mostlikely+Pessimistic)/6Standarddeviation(标准差)=(Pessimistic-Optimistic)/6BetaDistributionMostLikelyPERTWeightedAveragePMP考前培训关键路径法CPM

PMBOK6.4.2.1Onetimeestimate–MostlikelyCalculateforwardpass&backwardpassFloat/Slack时差Freefloat=EarlyFinish-Earlystartofsuccessoractivity (不影响任何紧随活动的ES。)TotalFloat=Earlyfinish–Latefinish(不影响项目完工日期。)CriticalPathLongestShortestZeroPMP考前培训条件图法PMBOK6.2.2.3

ConditionalDiagrammingMethod

GERT：图形评审技术允许回路（LOOP，如：重复多次进行一项测试）或条件分枝（Conditionalbranches，如：只有当检测出错误时才进行设计更新）的存在，这是PDM和ADM所不允许的。ConditionalandprobabilistictreatmentSystemDynamicsModels：系统动态模型PMP考前培训工期=7TaskAESEFLSLF工期=6TaskCESEFLSLF工期=3TaskGESEFLSLF工期=3TaskBESEFLSLF工期=3TaskDESEFLSLF工期=2TaskFESEFLSLF工期=3TaskEESEFLSLF工期=2TaskHESEFLSLF开始结束计算PMP考前培训子网络SubNets–FragnetsPMBOK6.2.2.4网络模板（Networktemplates）使制图过程更便捷。可包括整个项目，也可是其中一部分。网络的一部分称为：子网络。特别用于网络中有重叠或相似内容时。例如：盖楼的每一层、医药临床等。PMP考前培训赶工Crashing:成本与进度的平衡/折衷。（costandscheduletradeoff）。确定如何用最小的成本获得最大的工期压缩。通常成本增加。

快速跟进Fasttracking:将前后顺序变为平行（changesequencetoparallel）。通常风险增加。工期压缩DurationCompressionPMBOK6.4.2.2

PMP考前培训ResourceLeveling/Smoothing/Allocation:用在resourcesconstraintcircumstances.将稀缺资源先分配到关键路径上。AllocatescareresourcestotheCriticalPathActivitiesfirst.通常导致比最初进度更长的工期。Oftenresultthelongerdurationthanpreliminaryschedule.资源重新分配（ResourceReallocation）:用在timeconstraintcircumstances将资源从非关键路径上重新分配到关键路径上，以弥补已经落今后的进度，或尽可能接近原定工期。（Resourcesreallocatedfromnon-criticaltocriticalactivitiestobringthescheduleback，orascloseaspossibletoitsoriginallyintendedoverallduration.）Extendhours,weekends,multipleshifts.Increaseproductivitybyusingdifferenttechnologiesandmachinery.启发式资源平衡法PMBOK6.4.2.4

ResourceLevelingHeuristicsPMP考前培训启发式资源平衡法PMBOK6.4.2.4

ResourceLevelingHeuristics资源逆向分配（Reverseresourceallocationscheduling）:有限或关键资源（Finiteandcriticalresource).从项目结束时间逆推进度（Scheduledbackwardsfromendingdate）关键路径资源计划CriticalChainresourcePlanning:Atechniquemodifiesthescheduletoaccountforlimitedresources.Question: Addmorepeopleonataskcanincreaseordecreasetheproductivity?PMP考前培训进度更新ScheduleUpdates

PMBOK6.5.3.1更新Update:ModificationtoscheduleMayorMayNotrequiretoadjustmentstootheraspectsofprojectPlan.修订Revision:SpecialcategoryofUpdate.Changetothestartandfinishdatesinapprovedprojectschedule.Generallyinresponsetothescopechangesorchangestoestimate.重新确定基线Rebaselining:Whilescheduleseveredelay,theoriginalperformancemeasurementbaselinenotapplicableBecareful,sincethehistoricaldatawillbelost.PMP考前培训成本管理（CostManagement）What’scostmanagement?Including:InitiatetheprojectEstimatingOrganizingControllingAnalyzingReportingForecastingTakingnecessarycorrectiveactionwhenrequired.PMP考前培训关于成本管理的问题成本管理的目的？

确保在批准的预算内完成项目的各个过程。成本管理的方法？ 资源计划、成本的估算、预算、控制谁对成本在不同时间有不同的需求？ 管理层（实施结果，奖励与识别），买方（不同的合同类型下）针对不同的管理需要，成本有哪些类型？ 可控、不可控；固定、变动；直接、间接…如何控制与管理变更？纠正措施？S曲线？挣值？PMP考前培训成本估算技术（CostEstimatingTechniques）模拟(类比)估算AnalogousEstimating–“topdown”;usingactualcostsfrompreviousprojectasbasisforestimateReliablewhenpreviousprojectsaresimilarandindividualshaveexpertise–formofexpertjudgment参数模型ParametricModeling–usesprojectcharacteristicsinmathematicalmodelstopredictcosts(e.g.buildinghouses)Reliablewhenhistoricalinformationisaccurate,parametersarequantifiable,andmodelisscalable2types:Regressionanalysis,LearningCurve从下至上的估算BottomUpEstimating–rollingupindividualactivitiesintoprojecttotal–smallerworkactivitieshavemoreaccuracy

计算机工具Computerizedtools–spreadsheets,softwarePMP考前培训估算的准确性(AccuracyofEstimates）量级估算OrderofMagnitudeEstimate:-25%to75%;Withoutdetaileddata,Bestguess,usuallymadeduringInitiationPhaseOtherNames:guesstimates,Conceptual,Preliminary预算估算BudgetEstimate:-10%to25%;Morebetterdata,usuallymadeduringthePlanningphaseOtherNames:Appropriation,Control,andDesign确定估算DefinitiveEstimate:-5%to10%;Welldefineddata,usuallybottomup.OtherNames:Check,Lumpsum,Tender,Postcontractchanges.PMP考前培训估算的准确性CostEstimates:量级估算OrderofMagnitude(ballparkestimate)：Duringinitialevaluation预算估算Budget:Usedtoobtainfundsandprojectapproval.确定估算Definitive:Proposals,bidevaluation,contractchangeetc.OrderofMagnitudeDefinitiveEstimateBudgetEstimate75%-25%25%-10%10%-5%PMP考前培训生命周期成本（Lifecyclecosting）开发成本Developmentcost生产成本Productioncost运维成本Operating/Maintenancecost处置成本DiscardcostDisposalcostwhileproductpasseditspointofusefulness.(e.g.电池，化学品etc.)PMP考前培训TimeValueofMoneyPV=amountofpaymentinNyearsdividedby(1+interest)n

NPV=SumofPVofinflowandoutflowNPV>0,goNPV=0,considerNPV<0,nogoIRR=thatrateofdiscountatwhichthesumofthepositivepresentvaluesisequaltothesumofthenegativepresentvalues.ORcostequalrevenueandprojectisabreakeven.PMP考前培训相关财务术语及概念的介绍AccountingStandardsDistinguishPriceandCost.PresentValue:valuetodayoffuturecashflowsNetPresentValue:totalbenefits(incomeorrevenue)lessthecosts.NPVisthesumofeachpresentvalueofeachincome/revenueitem

InternalRateofReturn(IRR):companymayselectprojectbasedonhighestIRRPaybackPeriod:numberoftimeperiodsittakestorecovertheinvestmentintheprojectbeforegeneratingrevenuesOpportunityCost:opportunitygivenupbyselectingoneprojectoveranotherSunkCosts:expendedcosts.SunkcostsshouldnotbeconsideredwhendeterminingtocontinuewithatroubledprojectVariableCost:coststhatchangewiththeamountofproductionortheamountofwork(materials,wages)FixedCost:non-recurringcoststhatdonotchangePMP考前培训相关财务术语及概念的介绍-续AccountingStandards（Con’t）DirectCost:directlyattributabletoprojectwork(travel,wages,materials)IndirectCost:overheaditemsorcostsforthebenefitofmorethanoneproject(taxes,fringebenefits)Depreciation:assetslosevalueovertimeStraightLinedepreciation:sameamountistakeneachyearAcceleratedDepreciation:2formsDoubleDecliningBalanceSumoftheYearsDigitsLifeCycleCosting:includesoperationsandmaintenancephasesCostBenefitAnalysis:analysistherelationbetweencostandbenefit2/10Net30(Paymentterms)PMP考前培训储备（Reserves）目的： 当风险事件发生时降低或减少成本超支或进度拖延的机会。ManagementReservesUnknownUnknownsManagementlevel,NotintheBAC.Oftenduetothescopechangeandrequirethechangeofthecostbaseline.ContingencyReservesKnownUnknownsProjectlevel,intheBACMaybepartofundistributedbaseline,orassignedtoaspecificactivity.(Inotherwards,itiswithintheproject’sapprovedbaseline)Intendtoreducetheimpactofmissingcost/scheduleobjectives.PMP考前培训进展报告（ProgressReporting）Establishedtoovercomeproblemofmakingsubjectiveestimatesofanactivity’sEV.Includes:50/50Rule:20/80Rule:0/100Rule:PMP考前培训挣值（EarnedValue）是绩效测量最常用的方法。综合了范围、成本和进度计划测量。3个关键值：PV-PlanedValue(BCWS-BudgetCostofWorkScheduled)EV-EarnedValue(BCWP-BudgetCostofWorkPerformed)AC-ActualCost(ACWP-ActualCostofWorkPerformed)PMP考前培训两个差异成本差异（CV）=EV－AC进度差异（SV）=EV－PV例：CV=EV－AC=$-100SV=EV－PV=$-200为什么会有差异？PV（BCWS）EV（BCWP）AC（ACWP）$1,000$800$900PMP考前培训两个绩效指数成本绩效指数（CPI）=EV/AC进度绩效指数（SPI）=EV/PV例：CPI=EV/AC=$800/$900=0.89意味着：每花1元产出的工作价值0.89元。SPI=EV/PV=$800/$1000=0.8同样：每花1元产出的工作价值0.8元。PV（BCWS）EV（BCWP）AC（ACWP）$1,000$800$900PMP考前培训两个完成指数任务完成指数（PC）=EV/BAC成本消耗指数（PS）=AC/BAC例：PC=EV/BAC=$800/$10000=8%意味着：已经完成总工作量的8%PS=AC/BAC=$1100/$10000=11%同样：已经消耗项目总预算成本的11%BACEV（BCWP）AC（ACWP）$10,000$800$1100PMP考前培训完成时的估算EstimateatCompletion(EAC)根据目前进展状况来预测项目完成时的总成本。3种方法：EAC=BAC/CPI(Default)EAC=AC+BAC-EVEAC=AC+ETCPMP考前培训SampleQuestionPMP考前培训SampleQuestion-AnswerCVEV-AC-7SVEV-PV-2CPIEV/AC0.72SPIEV/PV0.90EACBAC/CPI138.89EAC2AC+BAC-EV107ETCEAC-AC113.89PCEV/BAC18%PSAC/BAC25%TCPI(BAC-EV)/(BAC-AC)1.093PMP考前培训小窍门Tips.EV在大多数公式中都在前面。计算差异,EV在前；计算指数,EV在上（分子）。公式与成本相关，用AC；公式与进度相关，用PV。正数好，负数坏。EV>AC，节约；EV<AC，超支；EV>BV，超前；EV<BV，滞后。ETC指从今以后一段时间;EAC指工作结束那个点。PMP考前培训Quality质量Quality:实体中与它满足明确需要和隐含需要的能力相关的所有特性的总和。Totalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.Fivemisunderstandingsaboutquality:Qualitymeansgoodnessorluxury.Qualityisintangibleandnotmeasurable.QualityisExpensive.Qualityproblemisoriginatedbyworkers.Qualityoriginateinqualitydepartment.区别质量与等级：如酒店星级区别质量与镀金（Goldplating）PMP考前培训质量目标QualityGoals质量的目标是：适合于使用Fitnessforuse.(产品或服务能否使用？Istheproductorservicecapableofbeingused?)适合于目的Fitnessforpurpose.(产品或服务达到了设计目标？Doestheproductorservicemeetitsintendedpurpose?)顾客满意Customersatisfaction.(产品或服务满足了顾客的期望？Doestheproductorservicemeetthecustomer'sexpectations?)符合需求Conformancetotherequirements.(产品或服务是否符合要求？Doestheproductorserviceconformtotherequirements?)PMP考前培训质量责任ResponsibilityforQuality高层管理Topmanagement负责组织的质量。ResponsibleforQualityoftheOrganization项目经理Projectmanager负责项目的质量。ResponsibleforQualityoftheprojectIndividualemployee负责其所做工作的质量。ResponsibleforthetaskstheyperformedPMP考前培训QualityPlanning质量计划PMBOK8.1.1

确定与项目有关的质量标准并确定达到标准的方法。质量政策（Qualitypolicy）有组织的最高层正式发布的关于质量的总宗旨和总方向。如果组织没有正式质量政策，项目团队应该为项目指定质量政策。项目团队有责任确保干系人全面获知质量政策。范围说明（Scopestatement）产品描述（Productdescription）标准和规范（Standardandregulation）PMP考前培训实验设计DesignofExperiments

PMBOK8.1.2.4一种统计方法，帮助识别哪些因素将影响某种变量。多用于项目产品上。如：汽车设计中确定哪种悬置与车轮的搭配效果最好，并且价位合理。项目中的用途—成本与进度tradeoff： 高级工程师的费用高但用时少，低级工程师则相反。将高级和低级工程师进行多种组合，已确定最佳。PMP考前培训QualityCost–质量成本

PMBOK8.1.2.5质量成本指为了达到产品/服务质量而进行的全部工作所发生的所有成本。包括符合要求的成本和不符合要求的成本。(CostofConformance/non-conformance)典型项目一般设定项目价值的3-5%作为质量管理的成本。质量成本类型QualityCostCategory:预防成本PreventionCost-costtoplanandexecuteaprojectsothatitwillbeerror-free鉴定成本AppraisalCost-costofevaluatingtheprocessesandtheoutputsoftheprocessestoensuretheproductiserror-free内部失败（故障）成本InternalFailureCost-costincurredtocorrectanidentifieddefectbeforethecustomerreceivestheproduct外部失败（故障）成本ExternalFailureCost-costincurredduetoerrorsdetectedbythecustomer.Thisincludeswarrantycost,fieldservicepersonneltrainingcost,complainthandling,andfuturebusinesslosses.测量与检测设备成本MeasurementandTestEquipment-capitalcostofequipmentusedtoperformpreventionandappraisalactivities.PMP考前培训QAandQCComparison质量保证(QA):在质量体系中实施的全部有计划、有系统的活动，以提供满足项目相关标准的信心。

质量控制(QC):一个过程，用来监控具体项目结果，以决定他们是否符合相关的质量标准，并识别消除不满意绩效的成因。QAManagerialprocessOrganizeDesignsprograms/processesSetsobjectivesProvideresourcesDevelopsproceduresQCTechnicalaspectofQualityExaminesAnalyzesMonitorsconformanceProvidesreportingPMP考前培训质量控制中要区分以下概念PMBOK8.3预防(prevention)与检查(inspection)特性抽样(attributesampling)与变量抽样(variablesampling)特殊原因(specialcause)与随机原因(randomcause)许可的误差(Tolerance/Threshold)与控制限度(controllimits)PMP考前培训质量工具QualityTools流程图曲线图帕累托图（ParetoDiagram）-80/20定理因果图（鱼骨图/Ishikawa图）图表（Graphs）控制图（ControlCharts）核对表（Checksheets）PMP考前培训Sampling确定样本大小Beforerejectproduct,benchmarkthenumberofdefect(thisisthemanagementresponsibility).MethodsAcceptanceAttributeSpecialAttributeContinuoussamplingChainSkip-lotVariablesamplingPMP考前培训不断改进（ContinuesImprovementProcess）PDCA(戴明Deming):计划Plan–提高当前的实践improvethepresentpractice执行Do–计划的实施implementtheplan检查Check–通过测试来观察是否得到了期望的结果。testtoseeifdesiredresultsareachieved行动Act–实施纠正行动。ImplementcorrectiveAction戴明还阐述说：85%的质量问题应由管理层负责，另外15%由团队成员负责。Demingalsostatedthat85%ofpoorqualityisattributabletothemanagement,15%totheteammembers.PMP考前培训Taguchi’stheoryQualityshouldbedesignedintotheproduct,notinspectedintoit.Qualityisbestachievedbyminimizingthedeviationfromatarget.Theproductshouldbedesignedtobeimmunetouncontrollableenvironmentalfactors.Thecostofqualityshouldbemeasuredasafunctionofdeviationfromthestandardandthelossesshouldbemeasuredsystem-wide.PMP考前培训AAR接受ARA测试ACR设计ACR需求EDCBAR—负责 A—协助 C—审查责任分配矩阵可在各个等级实行责任分配矩阵PMP考前培训PMRolesandResponsibilitiesIntegrator集成者是看到项目目标及项目如何融入组织整体计划的人。PMisthemostlikelypersonwhocanviewboththeprojectandthewayitfitsintotheoverallplanfortheorganization.协调项目团队的努力。Mustcoordinatetheeffortsofalltheunitsoftheprojectteam.Communicator:水平，垂直，内外，正式非正式等TeamLeaderDecisionMakerClimateCreatororBuilderThePMshouldattempttobuildasupportiveatmospheresothatprojectteammembersworktogetherandnotagainstoneanother.Seektoavoidunrestandnegativeformsofconflictbybuildingsupportiveatmosphereearly.PMP考前培训权力的类型

法定（LegitimateorFormal):基于一个人在公司中的正式地位。Basedonaperson'sformalpositioninthecompany.奖赏Reward:

提供好结果的能力。如：提升、涨工资等Powertogivepositiveconsequencesoroutcomes.强制Coercive(Penalty):

提供坏结果的能力。如：停职、解聘等。Referstonegativeconsequencesthatapersoncaninflictonothers.威望Referent:

通过团队成员将某人视为模范，崇拜并心甘情愿追随而获得的能力。Powergainedwhenteammembersadmire,andwillinglyfollow,anindividualasarolemodel专家权威Expert:

通过在某方面公认的知识或技能水平而获得的能力。Referstoearnedpowerthrougharecognizedlevelofknowledgeorskillinaspecificarea.Alsocalledcharisma.PMP考前培训领导风格/决策模型

LeadershipStyles/DecisionModel

Autocratic（独裁型）:

项目经理很少或根本不从团队那里收集信息。ThePMsolicitslittleornoinformationfromteam.独断专行。Makesdecisionsolely.又被称为：指导型。AlsoreferredtoasDirecting.

Consultiveautocratic（咨询独裁型）:

从团队那里收集大量信息。Intensiveinformationinputissolicitedfromtheteam.但自己作决定。ThePMstillmakesthedecisionssolely.又被称为：说服型。MayalsobereferredtoasPersuading.

PMP考前培训领导风格/决策模型

LeadershipStyles/DecisionModel

Democratic(民主型)

将问题交给团队讨论并收集信息。Problempresentedtotheteamforopendiscussionandinformationgathering.团队做决策。Teammakesdecision.

又被称为：参与型。AlsoreferredtoasParticipating/ConsensusManager.

LaisseyFaire(自由放任型)

集体内上下之间很少或没有信息交换。Littleornoinformationexchangetakesplacewithinthegroup(Upanddown).

团队有最终决策权。Theteamhastheultimateauthorityforthefinaldecision.又被称为：授权型。AlsoreferredtoasDelegating/ShareholderManager.

注：这种类型被认为是拙劣的管理。Thisstyleisconsideredtobepoormanagement.PMP考前培训Maslow的需求层次理论人与人之间存在需求差异。生理安全爱和归属自尊自我实现PMP考前培训动机理论MotivationTheories

TheoryX:(developedbyMcGregortodescribehowmanagersrelatetosubordinates)Mostpeopledisliketheirworkandwillavoidit.Mostpeoplelackambitionandhavelittlecapacityforproblemsolvingandcreativity.Workerspreferdirectionandavoidtakingresponsibilityandinitiative.WorkersmotivatedonlybyMaslow'slowerlevelneeds(physiologicalandsafety).Workersareself-centered,indifferenttotheneedsoftheorganization,andresistanttochange.TheoryY:(alsodevelopedbyMcGregor)Mostpeoplemeethighperformanceexpectationsifappropriatelymotivatedandtheclimatesupportive.Mostpeoplearecreative,imaginative,ambitious,andcommittedtomeetingtheorganization'sgoals.Mostpeopleareself-disciplined,candirectandcontrolthemselves,desireresponsibilities,andacceptthemwillingly.WorkersaremotivatedbyMaslow'shigherlevelneeds(selfesteemandselfactualization)PMP考前培训动机理论MotivationTheories

TheoryZ:(DevelopedbyOuchi.ThesourcewastheJapaneseworkplace)SimilarcharacteristicsasTheoryY.Managementdeemsworkersastrustworthyandcapableofworkingwithoutclosesupervision.Workersaremotivatedbyselfesteemandselfactualization.Japanesemanagementprovidesasupportiveenvironmentwithlifetimeemployment,consensusdecisionmaking,andcollectiveresponsibility.Ouchitheorizedthattotheextentlifetimeemployment,consensusdecisionmaking,andcollectiveresponsibility,thenworkerproductivityandmotivationwouldimprove.ContingencyTheory:(DevelopedbyMorseandLorsch)Peoplehaveacentralneedtodevelopasenseofcompetence.Thisneedcontinuestomotivateevenaftercompetencehasbeenachieved.Projectmanagersshouldensurethatthereisagoodmatchbetweenteammembers'skillsandtheirassignmentsandthattheorganizationalclimateisconducivetomeetingteammembersneedsandachievingasenseofcompetence.PMP考前培训动机理论MotivationTheories

GoalSettingTheory:(DevelopedbyLathamandLocke)Workingtowardsagoalisamajorsourceofjobmotivation.Individualshaveaninternaldesiretoachievegoals